Beyond the annual review, performance management should include ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards – and managers must be held accountable for these outcomes. Learn how performance management can be integrated with strategic organizational goals, rewards and recognition programs, and development and succession plans. With the help of performance management systems and social technology, you can make performance management part of day-to-day leadership.
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Gallup has been at the forefront of helping companies drive employee engagement since publishing the seminal book: First, Break All the Rules: What the Greatest Managers Do Differently in the 1990s. In this keynote video, Larry Emond, ...Read more
When a new hire shows up for the first day of work, that employee has a pre-conceived set of expectations about the role and the company. If these initial expectations are not met, disappointment, confusion and disengagement will surely follow. ...Read more
Charlotte Hughes is a Senior Consultant,Talent Management and Development with Kimberly-Clark where she is responsible for helping human resources and business leaders with performance improvement and learning solutions that drive business results. Her expertise includes; training, coaching, mentoring, social learning, organizational development and leadership development. She is also an expert in sales effectiveness and sales transformation. Charlotte has held key talent development roles with other Fortune 500 companies including; Morgan Stanley, Cox Enterprises, and SunTrust. She has a Bachelor’s degree from Cornell University, College of Human Ecology and a Master’s degree from New York Institute of Technology in Human Resources Management. She is also certified by the Human Capital Institute as a Human Capital Strategist.
Learn where to begin to map your high potential strategy to your business strategy to ensure you identify the right future leaders.
It’s been a few months, so let’s recap what we’re looking at here. We want to know if females in leadership roles have an obligation to be role models and mentors for younger women looking to follow in their footsteps. I am certain, despite my best efforts in Part 1, some of you are still thinking:
Why do we care?
We all know, and have come to despise, the statistics that point out just how unequal women are in the workforce. Even those of us who are blessed enough not to feel that stigma, we know there are masses of other women out there who do, on a daily basis. So, put plainly, we care because it matters. We need a way to enlist the masses of young women entering the marketplace, especially those with degrees seeking leadership positions. Without their buy in, nothing changes. We continue to lose. I don’t know about you, but I’m a sore loser. Graceful, sure, but I don’t like it.
Learn more about Hallmark Cards successful journey and how their succession practice today ensures they have the right talent for the business to win -- both today and in the future.
At the heart of any good business is good customer service. It is the overall experience that your customer has before, during, and after a purchase. Your product or service might be spectacular, but if you do not have a strong customer service ...Read more
"The talent war is over and the talent won. And yet, it's fascinating that in many cases we treat our customers better than we treat our employees." So says Jason Averbook, Chief Business Innovation Officer at Appirio. In this ...Read more